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  • An interview with Matt Winn on JP Morgan’s Agile Transformation

    Matt Winn, from J.P. Morgan’s securities group, Singapore describes his own perspective of using Large-Scale Scrum to create significant change within a tier-one financial services firm.

    Stuart Turner
    on May 27, 2014

  • Exchanging Industry Experiences with Agile Methodologies

    The Agile Consortium Belgium, Sirris and Agoria organized an event to share experiences with agile methodologies like Scrum, Kanban, visual management, XP, DSDM and Lean. An interview about the different agile methodologies that were covered, on using agile for innovation and how events where organizations share their experiences can help the industry to adopt agile practices.

    Ben Linders
    on May 23, 2014
  • Culture & Methods

    Q&A on the Book: The Agile Culture - Leading through Trust and Ownership

    Developing an agile culture is something that enterprises often do when they adopt agile. Such a culture change involves changing the way that managers lead people to help them to become self-organized. The book "The Agile Culture" describes how you can develop a culture of energy and innovation, and provides tools to build trust, take ownership and deal with walls and resistance in organizations.

    Ben Linders
    on May 17, 2014

  • Towards Agile CMMI Level 3: Requirement Development and Verification

    This article shows how to do requirement development in agile environments, covering concepts and offering examples of how an agile team could run a CMMI for Development SCAMPI to become appraised at a targeted level 3 for the areas of requirements development and verification.

    Nicolás Afonso Alonso Víctor Javier Jara López
    on May 16, 2014

  • Kanban on Track - Evolutionary Change Management at the Swiss Railways

    Swiss Railways (Schweizerische Bundesbahnen, SBB) employed Kanban to transform a department from disappointing performance to predictable efficiency through a series of incremental improvements. The evolutionary nature of Kanban gained traction with early quick wins and resulted in better management and greater responsiveness to change. This is a brief report of their two year journey.

    Mike Beyer Sigi Kaltenecker
    on Apr 28, 2014

  • Q&A with Ignace and Yves Hanoulle about the Leadership Game

    People have different ideas about what a leader can and should do, and personal leadership preferences. The book The Leadership Game is the manual for a three-hour game in which different leadership styles are practiced. InfoQ did an interview with Ignace and Yves Hanoulle about leadership styles, pair training and observing and giving feedback.

    Ben Linders
    on Apr 18, 2014

  • Q&A with Robert Pankowecki on his book Developers Oriented Project Management

    Self-organized teams manage their work, the processes that they use and the way that they work together as a team and with their stakeholders. Robert Pankowecki is writing a book on Developers Oriented Project Management which aims to help programmers, product owners, project managers and agile company owners to improve their project management practices and move towards more flat organizations.

    Ben Linders
    on Apr 10, 2014

  • Interview with Tobias Mayer about the People’s Scrum and AgileLib

    The people’s Scrum by Tobias Mayer is a collection of essays covering topics like self-organizing, team working, craftsmanship, technical debt, estimation, retrospectives, culture and Scrum adoption. InfoQ interviewed Tobias about the importance of people, teams and self organization with Scrum and about AgileLib.net, a new initiative for sharing agile resources.

    Ben Linders
    on Mar 31, 2014

  • 3 years of Kanban at Sandvik IT: Sustaining Kanban in the Enterprise

    This second article in the “3 years of Kanban at Sandvik IT” series focuses on the lessons that the System Development Office learned when sustaining the Kanban method during this 4 years journey. Presented are four qualities that Sandvik IT identified as key when setting-up relevant, and long-term, kanban systems in the enterprise: Stickiness, Clarity, Curiosity and Influence.

    Christophe Achouiantz
    on Mar 11, 2014

  • Coaching the CxO

    Agile coaches are not unfamiliar in working with management roles such as project managers and team managers to facilitate changes on team level. But now they need to facilitate change on management level, which completely changes the scope of the agile coach. This article helps agile coaches to understand the context of their target audience and formulate a coaching message matching that context.

    Joost Mulders
    on Mar 06, 2014

  • Kanban at Scale – A Siemens Success Story

    This article shows an internally driven and remarkably smooth Kanban implementation approach which very quickly rewarded Siemens Health Services (HS) with real and sustainable improvements in predictability, efficiency and quality. It demonstrates the benefits of “flow” and its advantages in terms of actionable metrics and forecasting capabilities based on real data captured from recent releases.

    Bennet Vallet
    on Feb 28, 2014

  • The Kanban Survivability Agenda

    This third and last article in the series on the Kanban “nine values, three agendas” model explores the survivability agenda. The values associated with this agenda are understanding, agreement, and respect; these say much about the philosophy that underlies Kanban, the humane, start with what you do now approach to change.

    Mike Burrows
    on Feb 20, 2014
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